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INTEGRATED PLANNING
INCLUDED IN THIS SEMINAR
1WHAT
2INTEGRATED
PLANNING
3NEXT STEPS
AGENDATODAY’S
SOLUTIONS
1. Planning
2. Strategic Planning
3. Integrated Planning
1. Strategic Planning
2. Full Income Statement
3. Detailed Planning
4. Scenario Based
5. Next Steps (Internal vs
External)
1. Solutions
2. Methodology
3. Questions
CORPORATE BACKGROUND7
WHEN YOUR LOOKING FOR THE BEST…
LINIUM IS A
LEADER IN…
IS A MEMBER
OF THE…
HAS EXPERIENCE
THROUGH…
LEARN ABOUT LINIUM’S
7
-EPM Solutions Focused
Around Oracle Hyperion
Solutions
- Oracle Practice, 1st Original
Customer of Hyperion
Planning
-Oracle Customer Advisory
Board
- Hyperion SIG-Domain Lead
- Oracle Beta Development
& User Experience Team
-Hundred’s Of Customer
Implementations
- Leading Product & Industry
Experts/Analyst
-More Than A Decade Of
Execution Experience
8
CUSTOM SOLUTIONS TAILORED TO INDUSTRIES SUCH AS
COMMERCIAL EDUCATION &
RESEARCH
FEDERAL
GOVERNMENT
STATE & LOCAL
INDUSTRY EXPERIENCELEARN ABOUT LINIUM’S
-Healthcare & Life Sciences
- Manufacturing
- Retail/Merchandising
- Utilities/Energy/Gas
- Financial Services
- Aerospace & Automotive
- Electronics
- Entertainment & Media
- Public Health
- Business
- Education
- Family
- Law & Order
- Environment
- Housing
- Transportation
- Defense & Intelligence
- Armed Forces/Veterans
- Public Safety
- Health & Nutrition
- Environment & Agriculture
- Family, Home & Community
- Benefits & Grants
- Science & Technology
- Public Education
- Private Education
- E-Learning
- Colleges
- Research
- Scientific
- Environmental
Hyperion Practice Background9
� Leader in EPM Solutions focused around Oracle Hyperion Solutions
� Leaders of Oracle Practice were 1st Original Customer of Hyperion Planning
� 1st Customer Migration of OFA to Hyperion� 1st Customer Migration of OFA to Hyperion
� Member of Oracle Customer Advisory Board
� Member of Hyperion SIG
� Member of Oracle Beta Development Team
� Experienced Consultants (100’s of Implementation)
� Dozens of Certified Hyperion Consultants
9
Services Offerings10
� Hyperion Design & Architecture Recommendations
� Hyperion Technical Implementation
� Project Management
� Infrastructure Installation, Disaster Recovery
Functional Requirements Analysis and Roadmaps� Functional Requirements Analysis and Roadmaps
� Re-engineering Budgeting and Forecast Process
� Hyperion Administration and Support
� OFA Conversion Specialists
� Systems Assessments, Tuning & Troubleshooting
10
Planning
� What is Planning?
In general usage, a financial plan can be a budget, a plan for spending and saving future income. This plan allocates future income to various types of
expenses, such as rent or utilities, and also expenses, such as rent or utilities, and also reserves some income for short-term and long-term savings. A financial plan can also be an investmentplan, which allocates savings to various assets or projects expected to produce future income, such as a new business or product line, shares in an
existing business, or real estate.
Strategic Planning
� What is Strategic Planning?
Strategic planning is an organization's process of defining its strategy, or direction, and making
decisions on allocating its resources to pursue this strategy, including its capital and people.strategy, including its capital and people.
Integrated Planning
What is Integrated Planning?
IBP refers to the technologies, applications and processes of
connecting the planning function across the enterprise to
improve organizational alignment and financial performance.
IBP accurately represents a holistic model of the company in IBP accurately represents a holistic model of the company in
order to link strategic planning and operational planning with
financial planning.
By deploying a single model across the enterprise and
leveraging the organization’s information assets, corporate
executives, business unit heads and planning managers use
IBP to evaluate plans and activities based on the true
economic impact of each consideration.
Integrated Enterprise Planning
LONG RANGE LONG RANGE
PLANNINGPLANNINGLONG RANGE LONG RANGE
PLANNINGPLANNING
14
FINANCIAL FINANCIAL
PLANNINGPLANNING
CORPORATE CORPORATE
DEVELOPMENT DEVELOPMENT
ACTIVITIESACTIVITIES
OPERATIONALOPERATIONAL
PLANNINGPLANNING
TREASURYTREASURY
STRATEGIESSTRATEGIES
FINANCIALFINANCIAL
PLANNINGPLANNING
OPERATIONALOPERATIONAL
PLANNINGPLANNING
WHAT IFWHAT IF--MODELINGMODELING
DEMAND PLANNINGDEMAND PLANNING
Defining Integrated Planning
INTEGRATED
STRATEGIC PLANNING/LONG RANGE PLANNING
Long-Range
Plan
Balance
Sheet/Cash
Flow
Scenario
Modeling
Integration of
Summarized
Data
15
INTEGRATED
PLANNING
OPERATIONAL PLANNING
Annual PlanDepartmental
BudgetsForecasting
Workforce,
Capital and
Projects etc.
Strategic Planning
INTEGRATED
STRATEGIC PLANNING/LONG RANGE PLANNING
Long-Range
Plan
Balance
Sheet/Cash
Flow
Scenario
Modeling
Integration of
Summarized
Data
16
INTEGRATED
PLANNING
OPERATIONAL PLANNING
Annual PlanDepartmental
BudgetsForecasting
Workforce,
Capital and
Projects etc.
Strategic Planning Process –
� Powerful Scenario Modeling
� Driver based forecasting
� Cash flow/Balance Sheet
� Capital Investments
17
� Capital Investments
� Ratio Analysis
� Growth Strategies
Integrated Planning Process
Financial Planning
Long-Term
Financial Planning
TreasuryManagement
Financial
Planning & Budgeting
Working
CapitalPlanning
ProfitabilityManagement
PerformanceScorecards
18
ERP System
Functional Operational Planning
DemandManagement
CustomerManagement
Human Resources Planning
SupplyPlanning
ProductPerformanceManagement
LogisticsPlanning
Integrated Business Planning
Financial Planning
Long-Term
Financial Planning
Treasury
Management
Financial
Planning & Budgeting
Working
CapitalPlanning
Profitability
Management
Performance
Scorecards
19
ERP System
Functional Operational Planning
DemandManagement
CustomerManagement
Human Resources Planning
SupplyPlanning
ProductPerformanceManagement
LogisticsPlanning
IntegratedPlanning/Analysis
FinancialModeling
StrategicOperationalModeling
Integrated Business Planning
Integrated Process
Planning and Managing Financial Performance
Income StatementRevenue Product Mix & Prices
Growth & Region Mix
Cost of Sales Direct Costs
Shared Costs
Business Entities
Business Data
Chart of Accounts, GL Entity,
Products, Customers, Regions,
Projects, Employees, Assets
Key Drivers(Examples)
Planning Solution
Needs
Financial
Measures
IP Focus
22
Balance Sheet
Cash Flow
Statement
Shared Costs
Payroll Expenses Headcount
Salary Increases
Capital Expenses New Projects
Purchase Prices
Accounts Receivable A/R Aging
Collection Rates
Relationships
Rules
Financial data, Operational Data,
Market Data
Entity Hierarchies, Product Bills of
Material, Distribution Networks
Budget Allocation Rules,
Aggregation Rules, Variance
Thresholds
Constraints
Capital Budget, Operating Budget,
Capacity, Materials, ResourcesWorkforce Plg.
Integrated Planning Key Points
� Business Drivers
� Process
� Level of Detail
� What-If� What-If
� Metrics Based Planning
� Visibility of the Business
� Technology
Business Drivers
� Revenue
� Operating Costs
� Employee
� Gross Margin� Gross Margin
� Capital Investments
� External Factors
� Currency
Process
� Data Loads from Source Systems
� Dependencies from Resources
� Inputs from User
� Business Logic Clarification/Validation� Business Logic Clarification/Validation
� Key Stakeholders/Responsibility
� Management Reporting
� Variance Explanations
Level of Detail/Integration
� # of Products
� # of Employees
� # of Projects
� # of Departments� # of Departments
� # of Customers
� # of Assets
What-If
� Scenario based modeling using key drivers and assumptions
� Revenue-Price, Discounts
� Employee-Salary, Merit, Benefits� Employee-Salary, Merit, Benefits
� Cost Reductions-Cogs Factors
� Margin-Goal Seek
� Allocations-Business Unit P&L
� Currency
Metrics Based Planning
� Variances
� Ratio
� Exceptions
� Thresholds� Thresholds
� Target Setting
� Industry Benchmarks
� Actualized Trends
Visibility of the Business
� Clear understanding of business drivers
� Inputs vs. Source Data
� Business Logic
� Ownership of Plan� Ownership of Plan
� Allocations
� Consolidation Rules
� Overrides/Challenges/Risks
Technology
� Data Integrity
� Seamless Process
� Access to Data in one Place
� Integration with Office Products� Integration with Office Products
� Hierarchy Management
� Task Lists/Role Based Process
� Business Intelligence
� Dashboards
Integrated Planning Processes
Solution
Oracle Hyperion Planning
Develop an Integrated Planning application using business level planning, strategic using business level planning, strategic
planning, reporting, and what-if modeling with multiple applications
Application Design Example
Solution-Planning
� Benefits
� Web Interface
� Office Integration
� Collaborative Tool� Collaborative Tool
� Workflow
� Security
Oracle Hyperion Planning
Webform Financial ReportingDashboards MS OfficeExcel
Workspace
35
Hyperion Planning
Linium’s Methodology and
Approach
Our Methodology37
Project Phase Milestones
InceptionM1 - Requirements and Solution Design Approval
M2 - Project Team Training
Construction
M3 - Application Setup & Dimension Review
M4 - Application Build Cycle 1 into CRP #1Construction
M4 - Application Build Cycle 1 into CRP #1
M5 - Application Build Cycle 2 into CRP #2
M6 - Final Build delivery to User Acceptance Testing
Transition
M7 - End-User Training Program
M8 - Go-Live preparation and Go-Live
M9 - Documentation & Knowledge Transfer
M10 - Post Go-Live Support
10 Milestones to EPM Success
Requirements / Design Process
� Key Areas of focus:
� Dimensions & Attributes
� Hierarchies & Alternate Hierarchies
� Business Logic for Calculations
38
� Business Logic for Calculations
� Input template Layouts
� Report Layouts
� Security
� Integration & Extract Layouts
� Testing Approach
� Training Approach
Requirements/Solution Design39
Requirements / Design Approach
� Review Business Requirements Doc
� Conduct validation sessions
� Refine any necessary areas
� Identify any outstanding items and schedule
40
� Identify any outstanding items and schedule follow-up
� Design in small groups with key SME’s
� Document design & project plan
Design/Architecture Challenges
� Unique requirements from a SME that could affect overall design
� Business rule/logic that is not clearly defined
� Hardware support designed to support the
41
� Hardware support designed to support the demands of the system
� Clear understanding of business logic
� Amount of data that needs to be loaded into model
Application Build/CRP Cycle42
Build Dimension
Model
Load Dimension
Layout
Create Initial
Integration for
Metadata
Load Initial Data
Review Dimension Prototype
Conference Room Pilot iterations
Create
Calculations/
Business Rules
Create Input
Form Templates
Create Report
Templates
Create Data
Integration
Mapping
Create Security
Matrix
Develop
Automated
Integration(s)
Process
Management/
Task Lists
(to UAT)
Prototypes & Acceptance Testing43
Conduct CRP
Dimension
Prototype Review
Modifications to
Dimensionality
from Prototype
Review
Develop CRP
Test Scripts
Migrate
Development to
Test
Conference
Room Pilots
(n iterations)
Modifications
from CRP
Extend/Update
CRP Test Scripts
Migrate Next CRP
Build to Test
Develop UAT
Test Scripts
Develop
Integration Test
Scripts
Migrate
Development to
UAT/QA
Conduct UAT,
Integration Test Final Changes
Approval for
UAT
Operational
Readiness
Construction Phase Challenges
� Dependency on SME’s to test system during CRP’s and UAT
� Availability of resources to validate business logic developed in application
44
logic developed in application
� Data mapping and data reconciliation have a clear and defined process
� Integration Testing/Performance
� SME’s reliance on consultants to complete specific deliverables/tasks
Training & Transition Processes45
Training: A strategy and schedule will be needed for the users
based upon user type.
Planning for Go-Live: An implementation plan is prepared to
ensure a smooth transition from QA to the Production environment.
The application is successfully migrated.
Documentation and Knowledge Transfer: Publish a document
detailing the system processes and procedures for the functional
administrator to maintain the application.
Transition Challenges
� Ability of both Functional and IT Administrator to fully support the system once knowledge transfer - handoff is completed
� Time between go-live and training
46
� Time between go-live and training
� New requirements communicated after go-live (prepare short term and long term fixes)
Transition
� Incorporate approved test plans and defined user acceptance tests
� Manage end user, power user and administrator training
47
administrator training
� Manage rollout and post-production support
� Coordinate project/phase shutdown and lessons learned
� Sign off on project completion
Questions
Our Methodology49
Project Phase Milestones
InceptionM1 - Requirements and Solution Design Approval
M2 - Project Team Training
Construction
M3 - Application Setup & Dimension Review
M4 - Application Build Cycle 1 into CRP #1Construction
M4 - Application Build Cycle 1 into CRP #1
M5 - Application Build Cycle 2 into CRP #2
M6 - Final Build delivery to User Acceptance Testing
Transition
M7 - End-User Training Program
M8 - Go-Live preparation and Go-Live
M9 - Documentation & Knowledge Transfer
M10 - Post Go-Live Support
10 Milestones to EPM Success
Requirements / Design Process
� Key Areas of focus:
� Dimensions & Attributes
� Hierarchies & Alternate Hierarchies
� Business Logic for Calculations
50
� Business Logic for Calculations
� Input template Layouts
� Report Layouts
� Security
� Integration & Extract Layouts
� Testing Approach
� Training Approach
Training & Transition Processes51
Training: A strategy and schedule will be needed for the users
based upon user type.
Planning for Go-Live: An implementation plan is prepared to
ensure a smooth transition from QA to the Production environment.
The application is successfully migrated.
Documentation and Knowledge Transfer: Publish a document
detailing the system processes and procedures for the functional
administrator to maintain the application.
Contact Information
Sean Bernhoit
Vice President, Oracle Practice &
CFO Advisory Services
[email protected]@linium.com
949-235-4285
